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기독교 사역과 Leadership

유화자
01 May 1997-Vol. 15, Iss: 1, pp 245-288
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.
Citations
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Journal Article•DOI•
Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

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George B. Graen1, Mary Uhl-Bien2•
University of Cincinnati1, University of Alaska Anchorage2
01 Jun 1995-Leadership Quarterly
TL;DR: Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work as discussed by the authors.
Abstract: Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

5,812 citations

Journal Article•DOI•
Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

[...]

Philip M. Podsakoff1, Scott B. MacKenzie1, Julie Beth Paine1, Daniel G. Bachrach1•
Indiana University1
01 Jun 2000-Journal of Management
TL;DR: The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain this paper.

5,183 citations

Cites background from "기독교 사역과 Leadership"

  • ...Perhaps this should not be surprising, since the heart of transformational leadership is the ability to get employees to perform above and beyond expectations (Bass, 1985; Burns, 1978; Kouzes & Posner, 1987), and this extra effort may show up in the form of citizenship behavior....

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Journal Article•DOI•
Transformational and transactional leadership: a meta-analytic test of their relative validity.

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Timothy A. Judge1, Ronald F. Piccolo1•
University of Florida1
01 Oct 2004-Journal of Applied Psychology
TL;DR: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership, revealing an overall validity of .44 for transformational leadership and this validity generalized over longitudinal and multisource designs.
Abstract: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.

3,577 citations

Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) first introduced the concepts of transformational and transactional leadership in his treatment of political leadership....

    [...]

Journal Article•DOI•
Ethical leadership: A social learning perspective for construct development and testing

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Michael E. Brown1, Linda Klebe Treviño1, David A. Harrison1•
Pennsylvania State University1
01 Jul 2005-Organizational Behavior and Human Decision Processes
TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.

3,547 citations

Cites background from "기독교 사역과 Leadership"

  • ...The Wnal element of the deWnition related to “decisionmaking” reXects the fact that ethical leaders consider the ethical consequences of their decisions, and make principled and fair choices that can be observed and emulated by others (Bass & Avolio, 2000; Burns, 1978; Howell & Avolio, 1992)....

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  • ...ethical consequences of their decisions, and make principled and fair choices that can be observed and emulated by others (Bass & Avolio, 2000; Burns, 1978; Howell & Avolio, 1992)....

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  • ...Burns (1978) said that “transforming” leaders inspire followers by aligning their own and their followers’ value systems toward important moral principles....

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Journal Article•DOI•
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature

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Kevin B. Lowe1, K. Galen Kroeck2, Nagaraj Sivasubramaniam3•
University of North Carolina at Greensboro1, Florida International University2, Binghamton University3
01 Sep 1996-Leadership Quarterly
TL;DR: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to compute an average effect for different leadership scales, and probe for certain moderators of the leadership style-effectiveness relationship as mentioned in this paper.
Abstract: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.

2,836 citations

Cites background from "기독교 사역과 Leadership"

  • ...In developing the construct, Burns (1978) drew from the literature on traits, leadership styles, leader-member exchange research, as well as his own observations, and put forth the idea of a transformational and transactional leadership style....

    [...]

  • ...Burns, J.M. (1978). Leadership. New York: Harper & Row. Burns, T., & Stalker, G.M. (1961). The management of innovation. Chicago: Quadrangle Books. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482. Conger, J.A., & Kanungo, R.N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647. Cowen, S.S. (1990). A study of relationships between perceived leader behaviors of presidents at public fouryear institutions of higher education in the United States and the changes in FTE enrollment, perceptions...

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  • ...This transformational leader was posited as a contrast to the transactional leader who exchanges valent rewards contingent upon a display of desired behaviors (Burns, 1978; Waldman, Bass, & Einstein, 1987)....

    [...]

  • ...Burns, J.M. (1978). Leadership. New York: Harper & Row. Burns, T., & Stalker, G.M. (1961). The management of innovation. Chicago: Quadrangle Books. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482. Conger, J.A., & Kanungo, R.N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings....

    [...]

  • ...Burns, J.M. (1978). Leadership. New York: Harper & Row. Burns, T., & Stalker, G.M. (1961). The management of innovation. Chicago: Quadrangle Books. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice....

    [...]

References
More filters
Journal Article•DOI•
Antecedents and current situation of humanistic management

[...]

DomeÌ€nec MeleÌ1•
University of Navarra1
01 Jan 2013-African Journal of Business Ethics
TL;DR: Humanistic management is generally presented as an alternative perspective to the economic paradigm in management and organisational theories as mentioned in this paper, and it has received severe criticism and several management approaches discussed here can contribute to further development of humanistic management.
Abstract: Humanistic management is generally presented as an alternative perspective to the economic paradigm in management and organisational theories. We find both humanism and economicism in the first stages of modern management, and they still persist at the beginning of the 21st century. This paper reviews the antecedents and current situation of humanistic management. Although economicism is still dominant, it has received severe criticism and several management approaches discussed here can contribute to further development of humanistic management. These include person-organisation fit, peoples’ involvement in organisations, the consideration of business as a human community, comprehensive approaches to decision-making, stakeholder management, values-based management, as well as ethics and corporate responsibility in management, personal competencies and positive organisational scholarship.Â

26 citations

Journal Article•DOI•
Preparing School Leaders to Interrupt Racism at Various Levels in Educational Systems.

[...]

Christa Boske1•
Kent State University1
25 Jan 2015-International Journal of Multicultural Education
TL;DR: This article explored ways to interrupt personal, interpersonal, and institutional racism through the senses and found that participants engage in actions aligned with revelations from their reflective process and utilize their positions as a lever to address racism at various levels within educational systems.
Abstract: This narrative inquiry seeks to advance the field of educational leadership preparation by exploring ways to interrupt personal, interpersonal, and institutional racism through the senses—ways in which people perceive their experiences and relation to others Findings suggest that participants engage in actions aligned with revelations from their reflective process and utilize their positions as a lever to address racism at various levels within educational systems Participants utilized their transformed storied selves to challenge the disparate impact of power and privilege on educational and social equity within school communities

26 citations

Journal Article•DOI•
Testing the Structure and Effects of Full Range Leadership Theory in the Context of China's Hotel Industry

[...]

Zhenpeng Luo1, Youcheng Wang2, Einar Marnburg3•
Beijing Union University1, University of Central Florida2, University of Stavanger3
02 Jul 2013-Journal of Hospitality Marketing & Management
TL;DR: In this paper, the authors examined the structure and effect of the Full Range Leadership Theory (FRLT) in the context of the China's hotel industry and showed that MLQ (Form 5X) can be reduced to a two-factor model with the support of much improved goodness-of-fit indices.
Abstract: This study examined the structure and effect of the Full Range Leadership Theory (FRLT) in the context of the China's hotel industry. Empirical tests through data collected from hotels in China indicate that the original western-oriented nine-factor Full Range Leadership Model represented by the Multifactor Leadership Questionnaire (MLQ; Form 5X) is not well supported in China's hotel industry, witnessed by the poor goodness-of-fit indices and the low reliabilities of the factors. Exploratory factor analysis shows that MLQ (Form 5X) can be reduced to a two-factor model in China's hotel industry with the support of much improved goodness-of-fit indices. Test results indicate that cultural and other contextual issues should be considered when applying a theory in a specific industry context. Implications and discussions are provided based on the results of the study.

26 citations

Journal Article•DOI•
Chinese and Western Leadership Models: A Literature Review

[...]

Peter C King1, Zhang Wei2•
Beijing University of Technology1, Peking University2
18 Feb 2014-Journal of Management and Research
TL;DR: This paper examined how models of Western and Chinese leadership are changing and perhaps converging toward a notionally similar and possibly holistic concept of leadership and suggested that leadership should be considered from a holistic rather than taxonomic perspective.
Abstract: Purpose: This study sought to examine how models of Western and Chinese leadership are changing and perhaps converging toward a notionally similar and possibly holistic concept of leadership. Methodology: We reviewed and analyzed research on Western and Chinese leadership published over the past sixty years to develop a different perspective from which to consider the future development of leadership concepts. Findings: We suggest that (1) since the middle of the twentieth century, paradigms of leadership have been changing; (2) Western and Chinese concepts of leadership, though historically different, are converging; and (3) leadership should be considered from a holistic rather than taxonomic perspective. Implications: A holistic view of leadership helps us consider how leadership might evolve and affect future business practices in China and the West. Originality: This paper presents a new perspective on Chinese and Western leadership that facilitates an understanding of how differences in leadership concepts could diminish and how business organizations might evolve in the future.

26 citations

Posted Content•
Firm culture and leadership as firm performance indicators: A resource-based perspective

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Celeste P.M. Wilderom1, P.T. van den Berg•
Tilburg University1
01 Jan 2000-Research Papers in Economics
TL;DR: In this article, the authors tested part of the resource-based view of the firm by examining two'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.
Abstract: In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performanceTransformational top leadership was found to predict firm performance directly while the link between firm culture and firm performance was indirect: via transformational top leadershipFirm culture was operationalized as the employees' views about the degree of optimization of four organizational practices (job autonomy, external orientational, interdepartmental orientation, and human resource orientation)We conclude that, rather than strong cultures, firms need best organizational practices and transformational leadership

26 citations